Watching the crackdown on protestors in Turkey four years ago, Ayca Koseoglu, then a recent MA graduate from a university in Ankara, had two thoughts.
“I thought there was no life in Turkey for people like me any more, for academics,” said Ms. Koseoglu, who decided she had to go abroad to continue her education.
Her second thought was that she wanted to research how political movements used public space to stand up to repressive regimes, whether in Turkey, the Middle East or the United States.
After struggling for months to receive the accommodations she was entitled to, one student shares her story as a lesson for university administrators, faculty members and front-line staff.
When a person goes to the doctor, it is good to be examined by a professional who can creatively approach diagnosing and developing solutions to physical ailments. When a jetliner is facing a challenging flight situation, it is comforting to know your plane is being piloted by a creative team that will find a way to guide you gently and safely to the ground.
Early in my career, I struggled to say no. I was asked to serve on committee after committee, to evaluate fistfuls of manuscripts and grants, and to perform dozens of other tasks, large and small. I said yes willy-nilly — often because of genuine interest, but other times out of a sense of guilt or obligation, and sometimes out of fear of reprisal if I refused.
But as I advanced in my career, the requests snowballed. Agreeing to do all of them — or even half of them — became mpossible. I needed to figure out when to say no, and how to do it artfully. Five principles have helped me learn what to say, and what not to say.
Volunteer someone else — strategically. Often when people ask you to do something, they don’t actually need you to do it. They just need the task done. Even more urgently, they need to complete the task of obtaining a commitment from someone to do it. At the moment of the "ask," they likely do not view you as the holder of unique talents or the only person who could possibly do this work. More likely, they see you as a potential checked box on their own to-do list.
Background/Context: In many countries, there are multiple studies intended to improve initial
teacher education. These have generally focused on pieces of teacher education rather than wholes,
and have used an underlying linear logic. It may be, however, that what is needed are new research
questions and theoretical frameworks that account for wholes, not just parts, and take complex,
rather than reductionist perspectives.
Purpose: This article examines the challenges and the promises of complexity theory as a framework for teacher education research. One purpose is to elaborate the basic es. A second purpose is to propose a new research platform that combines complexity alism (CT-CR) and prompts a new set of empirical questions and research methods. es. A second purpose i alism (CT-CR) and prompts a new set of empirical questions and research methods.
omen and African Americans—groups targeted by negative stereotypes about their intellectual abilities—may be
nderrepresented in careers that prize brilliance and genius. A recent nationwide survey of academics provided nitial support for this possibility. Fields whose practitioners believed that natural talent is crucial for success had ewer female and African American PhDs. The present study seeks to replicate this initial finding with a different, and rguably more naturalistic, measure of the extent to which brilliance and genius are prized within a field. Specifically, e measured field-by-field variability in the
emphasis on these intellectual qualities by tallying—with the use of a ecently released online tool—the frequency of the words “brilliant” and “genius” in over 14 million reviews on ateMyProfessors.com, a popular website where students can write anonymous evaluations of their instructors. his simple word count predicted both women’s and African Americans’ representation across the academic pectrum. That is, we found that fields in which the words “brilliant” and “genius” were
used more frequently on ateMyProfessors.com also had fewer female and African American PhDs. Looking at an earlier stage in students’ ducational careers, we found that brilliance-focused fields also had fewer women and African Americans obtaining achelor’s degrees. These relationships held even when accounting for field-specific averages on standardized athematics assessments, as well as several competing hypotheses concerning group differences in epresentation. The fact that this naturalistic measure of a field’s focus on brilliance predicted the magnitude of its gender and race gaps speaks to the tight link between ability beliefs and diversity.
In 2012, Mohawk College solicited the support of the Education Policy Research Initiative (EPRI) to collect and use administrative and other data on students held by Mohawk as part of a broad initiative to improve student success based on the principle of evidence‐based decision making.
The first project involved analyses to better understand student retention at Mohawk using both descriptive and statistical modelling approaches. This work led to the development of a predictive model to identify students at risk of leaving college early.
In 2015, Mohawk and EPRI applied to and became part of the Higher Education Quality Council of Ontario’s (HEQCO) Access and Retention Consortium (ARC) to undertake a project that would build on this earlier work. The purpose was to update, refine and extensively test the predictive model, which would then be used to inform and assess a set of alternative advising interventions put in place for students entering Mohawk College in Fall 2015.
How many friends have you got, and how many people do you know? If you use social media such as Facebook and Twitter you can probably quantify these things quite readily, but the answers will be wildly inaccurate as we all routinely overestimate these things.
What is more, the answers will be irrelevant to your work as an academic. We are all quite naturally obsessed with what our friends and acquaintances think of us and we crave evidence of the esteem in which we are held.
Whenever I teach “Introduction to University Life” to freshmen, I ask them at the end of the term to think about what advice they would give their rookie selves, now that they have weathered their first semester in college. It’s a revealing exercise and I share the results with the next class to demonstrate that everyone struggles with this transition. The same goes for a very different transition — from faculty member to administrator.
With a new academic year fast approaching, I’d like to provide a similar reflection based on my experiences both as a department chair and a dean (though I’m a few years past my first year in administration!). This advice is both for those finishing their first year in an administrative position and for those preparing to make the transition.
Last week we reviewed the reappointment, tenure and promotion process. In this article, we will discuss strategies
for assembling your file for it.
The typical file should include a copy of your CV, a narrative and documents providing evidence of your accomplishments in the three areas of faculty work: teaching, research and scholarship, and service. Those three
components of the file should be tightly integrated to tell a compelling story about your accomplishments.
As women move up the leadership ranks in higher education, they find fewer and fewer female peers. That’s been fairly well documented by the American Council on Education and other sources, and is no surprise to those of us in the executive-search industry.
Why that’s the case is a topic fraught with complexity. There is the matter of stepping up and Leaning In to be sure, but there is also sexism — sometimes the overt kind and sometimes the subtle kind that occurs all along the leadership trajectory and affects who is mentored, who is labeled "leadership material," and who gets the kind of opportunities and assignments that lead most directly to advancement.
Of the many factors that limit women’s advancement, two are things we ought to be able to resolve: how candidates present themselves in job interviews and how search committees interpret those interviews.
To form a truly educated opinion on a scientific subject, you need to become familiar with current research in that field. And to be able to distinguish between good and bad interpretations of research, you have to be willing and able to read the primary research
literature for yourself. Reading and understanding research papers is a skill that every single doctor and scientist has had to learn during graduate school. You can learn it too, but like any skill it takes patience and practice.
One academic’s journey in search of new perspectives.
What you are about to read is an argument for inviting more academics, and academic administrators, to second themselves for periods of time to new roles within and beyond the university. It’s a reflection on three mid-career adventures that taught me more than I bargained for. Returning now to teach tax law and policy at York University’s Osgoode Hall Law School, I realize just how much I’ve learned on the road and how it is energizing my work as a faculty member. Paradoxically, I’m also keenly aware of what I missed by being away. Out of this strange mix, a few ideas are emerging about why we should promote a stronger culture of secondments in academia.
Canadian accomplishments in science and scholarly inquiry have long been a source of national pride. However, by various measures, Canada’s research competitiveness has eroded in recent years when compared to international peers.
Several studies suggest that graduate students are at greater risk for mental health issues than those in the general population. This is largely due to social isolation, the often abstract nature of the work and feelings of inadequacy -- not to mention the slim tenure-track job market. But a new study in Nature Biotechnology warns, in no uncertain terms, of a mental health “crisis” in graduate education.
In the past year, national discussions about glass ceilings in politics and in the board room, and sexist news coverage of the Olympics, have brought the subject of gender equity to the forefront of the American consciousness in compelling ways. Higher-education institutions are no strangers to the issue, as they struggle to meet their own aggressive gender-equity goals.
With women making up only about 26 percent of all college and university presidents, there’s a lot of ground to cover. But in the Minnesota State system, we think we may have identified the secret sauce. The recent addition of seven new presidents has resulted in almost 50 percent of our presidents’ being female — 14 out of 30.
In addition, the presidents of all the colleges and universities have elected four women to represent them on the executive committee of the Minnesota State Leadership Council, a body consisting of all the campus presidents as well as the chancellor’s cabinet.
One of the sadder conversations I have had in my 15 years of writing about academic careers is, unfortunately, a common one. It usually happens when I’m at a workshop or a conference and people approach me who are enduring a rocky patch in graduate school, on the job hunt, or on the tenure track. At some point I will ask them, "How are you using your dissertation to move your career forward?"
When leaders of the world’s seven most advanced economies meet on June 8 and 9 in Charlevoix, Que., the top-line agenda item will be preparing for the jobs of the future.
What exactly does this agenda item mean for the Canadian workers, students and employers?
The proliferation of new technologies, such as artificial intelligence (AI) and advanced robotics are changing the face of work. Some jobs will be fully automated. Others will require humans to work alongside emerging technologies, leveraging the best of what machines are good at – routine tasks and analytics – against what humans are best at – critical thinking and creativity.
Just as a child who has learned to grasp stretches out its hand for the moon as it would for a ball, so humanity, in all its efforts at innervation, sets its sights as much on currently utopian goals as on goals within reach. Because . . . technology aims at liberating human beings from drudgery, the individual suddenly sees his scope for play, his field of action, immeasurably expanded. He does not yet know his way around this space. But already he reg-isters his demands on it. (Benjamin, 1936/2008, p. 242)
How students respond to failure is a strong predictor of future success.
Emerging research suggests that for students to fare better, they need to fail better. How students respond to failure is a strong predictor of future success, and the notion of resilience is increasingly prevalent in conversations about higher education. Resilience has a number of characteristics, including levels of persistence, effort, positive mindset, motivation and self-regulation.